Wipro implemented Six Sigma to improve quality and drive continuous process improvement. Six Sigma aims for near perfection with no more than 3.4 defects per million opportunities. Wipro trained over 15,000 employees in Six Sigma, deployed over 1,000 projects, and saw significant benefits including reduced defects, increased on-time project delivery from 55% to 91%, and cost savings of over $230,000 per project. Moving forward, Wipro's challenges include sustaining improvements and transforming Six Sigma from a quality tool into an overall business methodology.

1. 1
Case study
On
Six Sigma at Wipro Technologies: Thrust on Quality
Authors
Dr. Manisha Sharma
Email:msharma@jimnoida.ac.in
Mobile:0-9871134125
Dr. Kapil Pandla
Email:kpandla@jimnoida.ac.in
Mobile:0-9999442275
Prof. Prashant Gupta
Email:pgupta@jimnoida.ac.in
Mobile:0-9818580158
Jaipuria Institute of Management
A-32 A, Sector 62
Noida – 201 301
Tel.: (0120) 2403850-55

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Abstract: Six Sigma at Wipro Technologies: Thrust on Quality
Wipro Technologies is a global services provider delivering technology-driven business
solutions that meet the strategic objectives of clients. Wipro has 40+ ‘Centers of
Excellence’ that create solutions around specific needs of industries. Wipro delivers
unmatched business value to customers through a combination of process excellence,
quality frameworks and service delivery innovation. Wipro is the World's first CMMi
Level 5 certified software services company and the first outside USA to receive the
IEEE Software Process Award.
Wipro has one of the most mature Six Sigma programs in the industry ensuring that 91%
of the projects are completed on schedule, much above the industry average of 55%. Six
Sigma provides the tools for continuous improvement on existing processes thereby
helping sustain the SEI-CMM Level 5 and CMMi certifications.
This case focuses on the initiatives taken by Wipro Technologies to implement the Six
Sigma Quality tool to achieve sustained strategic business results. It explores the
implementation procedure at Wipro Technologies and the benefits reaped by the
company on account of adopting Six Sigma.
The case also throws light on the recent developments in the Six Sigma concept including
Wipro’s Six Sigma Skill base and consulting experience and explains how the
company intends to build its expertise and experience – to bring continuous process
improvement to the organization.

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Six Sigma at Wipro Technologies: Thrust on Quality
Backdrop
Wipro Limited was established in 1945 and commenced its operations in 1946 as a
vegetable oil company. In the early 1980s, Wipro diversified into the Information
Technology sector with Liberalization hitting India in the 1980s. This has been a
fascinating transformation from a vegetable oil company into a global IT services giant.
Today, Wipro Technologies has become a global service provider delivering technology-
driven business solutions that meet the strategic objectives of clients. Wipro has 40+
‘Centers of Excellence’ that create solutions related to specific needs of Industries. Wipro
can boast of delivering unmatched business value to customers through a combination of
process excellence quality frameworks and service delivery innovation.
A strong emphasis upon building a professional work environment, leaders from within,
and having a global outlook for business and growth have led to innovation of people
processes on a continued basis. Over the years, Wipro has significantly strengthened its
competency based people processes and demonstrated innovative practices in talent
acquisition, deployment, and development, based on strategic needs.
A leading provider of communication networks in the US required improvement in the
product performance of a telecom application using Six Sigma methodologies. Thus, with
the growing importance on aligning business operations with customer needs and driving
continuous improvement, Wipro began moving towards focusing on Quality, thereby,
creating a learning environment that led to implementation of Six Sigma.
Prepared by Dr. Manisha Sharma, Dr. Kapil Pandla and Prof. Prashant Gupta of Jaipuria Institute
of Management, Noida . This case is prepared solely for the basis of class discussion. Cases are
not designed to present illustrations of either correct or incorrect handling of administrative
problems

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Integrating Six Sigma concepts was also intended to bring rigor in effective upstream
processes of the software development life cycle. Implementation of Six Sigma
methodologies brought in quantitative understanding, cost savings, and performance
improvement towards product quality.
Some of the key challenges involved were:
 Reduce the data transfer time
 Reduce the risk
 Avoid interruption due to LAN/WAN downtime.
 Parallel availability of the switch for the other administrative tasks during the
same period.
:
What is Six Sigma?
The word is a statistical term that measures how far a given process deviates from
perfection. Six Sigma is named after the process that has six standard deviations on each
side of the specification window. It is a disciplined, data-driven approach and
methodology for eliminating defects. The central idea behind Six Sigma is that if you
can measure how many “defects” you have in a process, you can systematically figure
out how to eliminate them and get as close to “zero defects” as possible.
Six Sigma starts with the application of statistical methods for translating information
from customers into specifications for products or services being developed or produced.
Six Sigma is the business strategy and a philosophy of one working smarter not harder.
One sigma gives a precision of 68.27%., two sigma, of 95.45% and three sigma of
99.73%, whereas Six Sigma gives a precision of 99.9997%.Although 99.73% sounds
very good, it slowly dawned on companies that there is a tremendous difference between
99.73% and 99.9997%. For ex. For every million articles of mail, the difference is
between 66,738 lost items and 3.4 lost items (Exhibit 1).

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To achieve Six Sigma Quality, a process must produce no more that 3.4 defects per
million opportunities. An opportunity is defined as a chance for nonconformance, or not
meeting the required specifications. This means one needs to be nearly flawless in
executing key processes. The process and culture is conditioned for zero defects rather
than being one that accepts that it is inevitable, and acceptable, that mistakes will occur.
Hence Six Sigma delivers substantial cost reductions, enhanced efficiencies, sustainable
improvements and increased stakeholder value.
Evolution of Six Sigma at Wipro
Wipro is the first Indian company to adopt Six Sigma. Today, Wipro has one of the most
mature Six Sigma programs in the industry ensuring that 91% of the projects are
completed on schedule, mush above the industry average of 55%.
As the pioneers of Six Sigma in India, Wipro has already put around ten years into
process improvement through Six Sigma. Along the way, it has scaled Six Sigma ladder,
while helping to roll out over 1000 projects. The Six Sigma program spreads right across
verticals and impacts multiple areas such as project management, market development
and resource utilization.
Six Sigma at Wipro simply means a measure of quality that strives for near perfection. It
is an umbrella initiative covering all business units and divisions so that it could
transform itself in a world class organization. At Wipro, it means:
(i) Have products and services meet global benchmarks
(ii) Ensure robust processes within the organization
(iii) Consistently meet and exceed customer expectations
(iv) Make Quality a culture within.

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Difficulties encountered by Wipro and learning from them:
Build the Culture:
Implementation of Six Sigma required support from the higher level managers. It meant
restructuring of the organization to provide the infrastructure, training and the confidence
in the process. Wipro had to build this culture and that took time in implementation.
Project selection:
The first year of deployment was extremely difficult for Six Sigma success. They decided
to select the project on the basis of high probability of their success and targeted to
complete them in a short period to assess the success. These projects were treated as pilot
projects with a focus to learn. For the selection of the right project the field data was
collected, process map was developed and the importance of the project was judged from
the eyes of customers.
Training: After the set up, the first step of implementation was to build a team of
professionals and train them for various stages of Six sigma. The training was spread in
five phases: Defining, measuring, analyzing, improving and controlling the process and
lastly increasing customer satisfaction. These phases consisted of statistics, bench
marking and design of experiments. To find the right kind of people and train them was a
difficult job. This motivated Wipro to start their own consultancy to train the people.
Resources:
It was difficult to identify resources that required for short-term basis and long-term basis
as it varied from project to project. Wipro did it on the basis of seriousness and
importance of the project.
Project Reviews:
As timely reviews play a very crucial role to judge the success of a project. Wipro had to
develop a team of experts for this purpose. The task assigned was to see the timeliness,
find out gap, week areas and to check the outcome as per the plan.

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Implementation of Six Sigma at Wipro
Wipro has adopted the project approach for Six Sigma, where projects are identified on
the basis of the problem areas under each of the critical Business Processes that adversely
impacts the business significantly.
Wipro has evolved following Six Sigma methodologies (Exhibit 2):
(I) For developing new processes:
(i) DSSS+ Methodology –Wipro employs DSSS methodology for software
development. The methodology uses rigorous in-process metrics and cause
analysis throughout the software development lifecycle for defect free
deliveries and lower customer cost of application development.
(ii) DSSP Methodology – used for designing new processes and products
(iii) DCAM Methodology – used for designing for customer satisfaction and
manufacturability
(II) For Improving Existing Processes
(i) TQSS Methodology –used for defect reduction in Transactional processes.
(ii) DMAIC Methodology -used for process improvement in Non-transactional
process
(III) For Reengineering
CFPM Methodology - used for cross functional Process mapping.
The list of players at Wipro is as below:
 Executive Management
 Six Sigma Champions and Deployment Leaders
 Financial Executives
 Black Belts
 Green Belts
 Yellow Belts

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Six Sigma projects at Wipro are (Exhibit 3):
(i) Driven by business heads, also called Champions for the projects.
(ii) Led by Green Belts (GB)
Assisted by Black Belts (BB)
The Management of the project at Wipro follows the following tools for implementation
of Six Sigma:
 Ideation
 Definition
 Selection
 Tracking
 Reporting
Currently 15000+ employees are trained in Six Sigma methodologies. Wipro has also
built up a Six Sigma skill base of over 180 certified black belts while helping to roll out
over a 1000 projects. (Exhibit 4).
Six Sigma Consultancy at Wipro:
Wipro’s Six Sigma consulting experience has peaked with the indigenous development of
new methodologies that it takes to its customers. As Wipro continues Six Sigma
consulting journey, it builds on its expertise and experience- to provide enterprise-class
coverage of topics in business process management and information technology systems
integration. The focus is on supporting the project needs and is also integrated with other
methods to support process needs. Currently there are over 200 PMI certified consultants
at Wipro.
The Wipro quality consulting group trains in achieving the precision of Six Sigma with
Wipro’s own methodologies, training capabilities and global experience. Wipro also
helps in institutionalizing Six Sigma across the organization for transformation.

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Wipro provides consulting in institutionalizing an organization wide Six Sigma program
that specializes in implementation across IT development, production support and core
business operations
Wipro offers the following Six Sigma consulting services (Exhibit 5):
 Six Sigma institutionalization
 Problem solving using six Sigma
 Six Sigma training
Reaping the Benefits:
The financial gain that Wipro has achieved by using Six Sigma has been one of the high
points. (Exhibit 6)
As the Six Sigma initiative started maturing Wipro identified two major phenomenon:
 The biggest projects had all been completed
 The Yellow-belt culture had cured little problems before they became big ones.
At this point, the project-oriented Six Sigma culture began to give way to the sustaining
culture.
The Six Sigma process resulted in an achievement of close to 250%, 6 minutes for 1 MB
transfer and 18 minutes for average data transfer. The set target was 200%.
Because quality is customer driven, the objective of Six Sigma Implementation at Wipro
has continuously been on integrating and implementing approaches through a
simultaneous focus on defect reduction, timeliness, and productivity. This has translated
to lower maintenance costs, schedule-overrun costs, and development costs for
customers. Measurements and progress indicators have been oriented towards what the
customer finds important and what the customer pays for. Towards this, Six Sigma
concepts have played an important role in:

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 Improving performance through a precise quantitative understanding of the
customer’s requirements thereby bringing in customer focus
 Improving the effectiveness in upstream processes of the software development
life cycle by defect reduction (software defects reduced by 50%) and cycle time
reduction (rework in software down from 12% to 5%).
 Waste elimination and increased productivity up to 35%.
 Cost of failure avoidance (installation failures down from 4.5% to 1% in hardware
business).
 Tangible cost savings due to lower application development cost for customer.
Analysts remarked that Six Sigma was an indisputable success at Wipro whether in terms
of customer satisfaction, improvement in internal performance, or in the improvement of
shareowner value.
The results of achieving Six Sigma are rapid and overwhelming at Wipro Its unique
methodology provides Six Sigma knowledge and skills to the client, enabling the client to
create ownership, generate results and sustain success. The maturity of Wipro’s quality
processes takes the benefits to another level, ensuring that the customers benefit from:
 30-40% lower total cost of ownership
 20-30% higher productivity
 On-time deliveries (93% projects completed on time)
 Lower field defect rates (67% lower than industry average). The performance
enhancement enabled the client to have an improved product with the overriding
benefit that the end customer perception of the quality of the client’s product is
improved.
Future Focus and Challenges:
Six Sigma certainly produces breakthrough improvement. But to achieve this Wipro will
have to combine the power of the Six Sigma method and tools with stretch goals, goals
that almost seem too aggressive, too optimistic.. Also Wipro will have to benchmark

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itself against the competition on the level of performance achieved by rivals.. This focus
will lead to the adaptation of newer dimensions of the quality management framework
towards embodying a totality of process, people, product, and technology for achieving
high process capability.
Six Sigma projects require continuous change. Black Belts and Green belts develop
improvements to systems and processes for which they are not accountable. And when
these participants are done with their project, they ask the real system or process owner to
implement and sustain their solution and hence the challenge before Wipro lies in
bringing the commitment towards continuing its process optimization theory.
The Challenge will be to transform Six Sigma from a tool for improving product quality
to an overall business improvement methodology. The company’s aim will be at having
100% of its management trained in Six Sigma.
To summarize, the quality system will continue to be based on incremental optimization,
with rigorous implementation and sustenance of the same. The goal will be to make
quality as the No.1 objective for all employees.
References:
Gygi, Craig, DeCarlo, Neil, Williams Bruce & Covey Stephen; “Six Sigma for
Dummies”, Willey Dreamtech India
Wipro-Annual Report, 2002-2006
ExpressComputer, Sept.2002
V. Subramanyam, Sambuddha Deb, Priya Krishnaswamy, Ritupama Ghosh “An
Integrated Approach to Software Process Improvement at Wipro Technologies:Veloci Q”
Websites:
www.isixsigma.com
www.wipro.com

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Exhibits:
Exhibit1:
Exhibit 2:
Six Sigma Methodologies:
Six Sigma
Developing New Processes Improving Existing Processes Reengineering
DSSS+ DSSP DCAM DMAIC TQSS CFP
DSSS+ (Developing Six Sigma Software) - Software Development
DSSP (Designing Six Sigma Process & Product) –Software Development
DCAM (Design for Customer Satisfaction and Manufacturability)-Hardware design & Manufacture
DMAIC (Define, Measure, Analyze, Improve, Control) - Helpdesk, Infra support, Call centre
TQSS (Transactional Quality Using Six sigma)- defect reduction
CFPM (Cross Functional Process Mapping) - Cross functional streamlining of process

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Exhibit 3:
Green Belts (GB)- trained in Six Sigma who spend a portion of their time completing projects, but maintain
their regular work role and responsibilities. Depending on their workload, they can spend anywhere from
10% to 50% of their time on their project(s).
Black Belts (BB) - the experts in Six Sigma methodologies and its usage. Black Belts are the heart and
soul of the Six Sigma quality initiative. Their main purpose is to lead quality projects and work full time
until they are complete. Black Belts can typically complete four to six projects per year with savings of
approximately $230,000 per year.
Champions: Facilitate the leadership, implementation and deployment of Six Sigma philosophy
Exhibit 4:
Resources invested in Six Sigma
Projects
80 83
143
292
557
0
200
400
600
800
1000
1200
97-98 98-99 99-00 00-01 2001-2002 2005-2006
Black Belts
13
26
40
72
121
180
0
20
40
60
80
100
120
140
160
180
200
97-98 98-99 99-00 00-01 2001-2002 2006-2007

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Exhibit 5:
Six sigma institutionalization: Here the Wipro consultants work with the senior management of the
client team in identifying pain areas and critical business processes. The Wipro consultants then
create a program of implementing six sigma throughout the organization; creates six sigma teams;
provides the necessary training to the green belts and black belts; identifies projects to be run;
helps manage change; and identifies the benefits
Problem solving using six sigma : Here Wipro’s consultants work with the process action team at
the client organization to identify the problem areas, determine the root causes of problems and
establish necessary recommendations for corrective/preventive actions
Six sigma training : Wipro provides training on various 6 sigma methodologies
(DMAIC/DMADV/DSSS+) and statistical tools (Control charts/QFD/ etc), use of Minitab etc.
‘Exhibit 6:
Six Sigma and Financial Gains:
.
Savings (Rs. Million)
48
192
315
652
0
200
400
600
800
1000
1200
1400
97-98 98-99 99-00 00-01 2001-2002 2005-2006
Key Words: Zero defects, Nonconformance, Project Management, Resource Utilization,
Quality Management

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Teaching Note
Synopsis of the Case: The Case on Six Sigma at Wipro deals with the evolution of Six
Sigma, talks of its implementation and gives an understanding of Consultancy in Six
Sigma. It also raises the future challenges. By studying this case the students will be
versed with thorough understanding of Six Sigma.
Research behind the case: The case is based on the Secondary research. However to
write this case a thorough understanding of Six Sigma was a prerequisite. The authors
read many books to get a glimpse of Six Sigma and visited most of the available
information of Six Sigma at Internet. Referred many journals. The detail of which has
been provided as references.
Suggested Course Level: Graduate /Post Graduate Programme
Suggested Course: Quantitative Techniques
Guide Questions:
1. What led Wipro to implement Six Sigma Programme without a proper strategy.
Ans: The demand in the Industry led Wipro to implement Six Sigma although it was not a
well though out plan. It took Wipro few years in reaping the benefits. Even without a
specified strategy Wipro stepped the ladders very cautiously. They trained their
employees first, implemented in a few projects. Motivated by success they spread it in
almost all the projects taken up by Wipro.
2. What is the objective of Wipro in providing Six sigma Consultancy
Ans: Wipro being the pioneer in India in implementing Six Sigma has trained and
experienced consultants in the field. Leveraging on home grown expertise from Wipro’s
own Quality journey, a team of over 350 consultants provide world class consulting in
the area. Over 70 satisfied customers globally, across various domains with tangible,
measurable results speak of the success of the process improvement efforts. That gives its
customers a confidence in the Six Sigma process at Wipro
Wipro provides stand-alone training on various customized modules to aspiring Six
Sigma Black Belts, Green Belts and Six Sigma Champions. Extensive hands-on training
is also provided on advanced statistical tools and on the statistical software Minitab, the
core of any Six Sigma learning. Train-the-trainer methodology is adopted to create new
team members who can focus on continuous improvement – this gradually helps in the
consultant disengaging from the overall initiative.
3. The Competition is huge, the challenges are many. Wipro hasn’t still come up
with a proper planning to face the challenges and overcome.
Ans: Some of the key challenges involved in implementation are
 Reduce the data transfer time

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 Reduce the risk
 Avoid interruption due to LAN/WAN downtime
 Parallel availability of the switch for other administrative tasks during the same
period.
 In spite of more than 10 years of implementation, Wipro still has to advance the
methodologies.
 Wipro needs to adopt a systematic approach to analyze the data and increase the
usage of statistical analysis software.
 Operation downtime can be reduced by reducing data transfer duration, risk of the
operation being interrupted by LAN/WAN downtime will automatically reduced.
The switch availability. The switch availability will also increased as the data
transfer time is reduced.
 Apart from this, there is a challenge to train all the employees in Six Sigma and
implement it in all the projects, also to focus on the new innovative
methodologies in the field.
 The performance enhancement will enable the client to have an improved product
with the overriding benefit that the end customer perception of the quality of the
client’s product is improved.
4. What are the other business benefits apart from the profit?
Ans:
 Enhanced collaboration and resource sharing across global locations.
 Centralized management and fewer management entities.
 Continued access to network resources even during link failures with a revised
authentication approach
(Each benefit can be discussed in detail during discussion).
Suggested Teaching Plan: The case can be discussed in a class of 1 hour 30 min.
The case will be discussed after Six Sigma has been taught to students as this case will
show the practical aspect of Six Sigma to the students.
The following issues can be raised:
 Six Sigma vs. TQM
 The Cost vs. benefits in implementing Six Sigma
 The time delay in reaping the benefits
 Lack of awareness or inhibition on the part of companies in implementing it.